家族企业管理英文文献及翻译 第6页
Nevertheless, there are several solutions to this dilemma. Assuming you have more than one child who is or can become qualified for the position of president, you can select your successor based on age. For example, the oldest child becomes the successor. Unfortunately, the oldest may not be the best qualified. Placing age or sex restrictions on succession is not a good idea.毕业论文
http://www.751com.cnAlternatively, you could have a horse race. Let the candidates fight it out, and the best person wins.While this is the style in some major corporations, it is not the best option for all family businesses.
Family business owners may want to take advantage of a successor selection model developed for corporate executive succession. In this model, family members, using the strategic business plan,develop specific company objectives and goals for the future president or chief executive officer.
The job description includes the requirements for the position -- such as skills, experience and possibly personality attributes. For example, if a firm plans to pursue growth in the next five years,the potential successor would be required to have a thorough understanding of business valuations and financial statements, the ability to negotiate and a good relationship with local financial institutions.
Designing such job descriptions provides a number of benefits. First, it removes the emotional aspect from successor selection. If necessary, the successor can acquire any special training the job description outlines. Second, it provides the business with a set of future goals and objectives that have been developed by the whole family. Finally, the founder may feel more comfortable knowing objectives are in place that will ensure a growing, healthy business.
If you have an outside board of directors, you may want to solicit their input regarding successor selection. The form in Appendix D will help assess the potential successors in your company.
Education
Training or educating the successor in the firm is a delicate process. Many times a parent finds it difficult to train a child to be successor. If so, an alternative trainer may be found within the firm. A successful trainer will be logical, committed to the task, credible and action oriented. These attributes, when tied into a program that is mission aligned, results oriented, reality-driven, learner centered and risk sensitive, will produce a well-trained beneficiary. All of this, of course, is easier stated than accomplished.
A training variant of the management by objectives (MBO) concept is the training by objectives (TBO) concept. This concept can be an effective method for providing both the training for and the evaluation of successors. In the TBO process, both the trainer (you or a nonfamily manager) and the trainee (potential successor) work together to define what the trainee will do, the time period for action and the evaluation process to be used. This system allows the successor to be placed in a useful, responsible position with well-delineated objectives. It also provides for steps of increased responsibility as goals are met and new, more rigorous goals are established. It is important that the successor enter the firm in a well-defined position. Instead of entering the company as assistant to the president, which requires that he or she follow the president around all day, the successor (or any other child) should enter with a specific job description. In a small business this is very difficult because everyone is usually responsible for all tasks. Nevertheless, the successor cannot be evaluated effectively if he or she is not given responsibility and authority for certain tasks.
Your business will enable you to determine which criteria are necessary for good training. Usually,an owner wants to assess a successor in the following areas:本文来自辣'文'论.文'网
Decision-making process.
Leadership abilities.
Risk orientation.
Interpersonal skills.
Temperament under stress.
An excellent way to assess these skills is to let the successor give his or her insight on a current problem or situation. This is not a test and should not be confrontational. Instead, solicit advice and try to determine the thinking process that is generating your successor's suggestions. For example,you may be faced with a pricing decision. Give the successor all the information needed to determine whether or not to raise prices, then sit back and listen. Ask questions when appropriate --these should be Why? and What if? After the successor is finished, say I was considering. . . . This way each of you can learn how the other thinks and makes decisions.
It is possible that your leadership style differs from that of your successor. Your employees are used to your style. If your successor's style is very autocratic and uncaring, your company is going to experience problems. Potential successors should be introduced into your outside network (e.g.,customers, bankers and business associates), something many managers neglect. This will give everyone time to get to know your successor and allow the successor to work with business associates and bankers, and to get acquainted with customers.
Transition
The actual transfer of control to the successor occurs when you retire. Research indicates that transitions are smoothest when
They are timely.
They are final and do not include the entrepreneur's participation in daily activities.
The entrepreneur is publicly committed to an orderly succession plan.
The entrepreneur has articulated and supervised the formulation of company principles regarding management accountability, policies, objectives and strategies.
The transition can be effected gradually by relinquishing more and more responsibility to the
successor. One expert advises the entrepreneur to take a number of planned absences before
actually relinquishing control. Let the successor see what it is like to manage the business alone.
Also, this allows you to see that the business is not going to fall apart without you.Once you announce your retirement date, do not rescind it. There is no such thing as semiretirement. By the time your children are in their 40s, they expect leadership roles in the firm. If you refuse to let go, they may leave.
Letting Go毕业论文
http://www.751com.cnThere are many reasons why entrepreneurs cannot let go of the family business. Primary among these are financial ones. As a business owner, you may be used to a large salary and benefits, such as a car or insurance. After working hard in the business most of your life, you want your retirement years to be comfortable, not filled with financial anxieties. There are several ways to ensure yourfinancial security after retirement. Business owners usually consider either taking what they need from the company after they retire or arranging a buy-out that will give
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